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Swarming Context

Agile Tools - Tom Perry - Tue, 09/30/2014 - 07:12

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The application of the Swarming as a method can be broken down into four main contexts. For each context the process of swarming is different. Allowing for different contexts makes sense, because we really can’t expect the same process to work equally well everywhere. Even the simplest animals are able to exhibit variations in behavior based on the context, so why shouldn’t our processes? We change our behavior to match the circumstances. That is, unless we are using fixed methods like Scrum or Kanban. If you are using fixed methods, the proscription is to treat the process in a fractal fashion, repeating it everywhere. Practically speaking, by having only one process these methods ignore the context.

So what are the four contexts of Swarming? Here they are in no particular order:

  • Emergencies
  • Shifting Gears
  • Innovation
  • Building

Emergencies represent the simplest context for swarming. When a crisis occurs, it’ all hands on deck. Everyone joins the conversation and brings whatever specific expertise they have to the party. The group self-organizes to enable those present to contribute to solving the problem. You see this a lot in production operations environments when a “P1″ defect occurs or, heaven forbid, the production system goes down. When this happens, everyone swarms on the problem. Some are gathering information, some are listening and integrating the information, and some are taking action to try and remedy the situation. All of this is happening dynamically in the moment without central organization. All of these activities are critical to the success of the swarm. During a crisis, nobody is going to stop what they are doing for a standup meeting, and they sure as hell aren’t interested in seeing your Kanban board.

Shifting gears refers to when the system is in transition. The corporate ecosystems that we are all a part of are changing faster with every passing day. New products are coming to market and disrupting the old ones. It’s not enough to simply work within the existing system. You can’t keep up that way. These days corporations have to match their structure to the complexity of the environment. That’s hard, and that’s where swarming comes in. Like when honey bees form a swarm, the corporation reaches a critical mass where a new structure is necessary. Up until this point, the hive has been a stable and reliable structure, but with the presence of a new queen everything changes. A cascade of events takes place where the hive moves on. This can also happen with companies. When they reach a certain size, they can spin off subsidiaries, divisions, and even teams. We see this when teams reach critical mass and split into two teams (meiosis). On swarming teams, we use simple rules to enable groups to decide on their own when division should take place (Team size of 7 plus or minus 2). We use the swarming values and principles to help guide who works on each team – always leaning toward letting individuals decide based on where their own passions take them.

In swarming, Innovation is treated as foraging. We are foraging for new information and new ideas. In this context we are actively using our social networks to recruit new people and new ideas to our cause. This can be initiated as part of a special state (shifting gears) or it can be part of the ongoing activities of the team. When ants are foraging, they tend to follow the strongest pheromone trails to a food source. However this rule is not universal. There are ants who wander off the pheromone trail from time to time. These solitary explorers are the ones who have the unique opportunity to wander off the beaten path and potentially find rich new sources of food. So too, we want people on our team not to follow the team too closely. It’s best if they can wander off and explore side avenues and blind alleys. This isn’t something that is dictated, it’s a natural part of teams with rich diversity. People make these decisions on their own and either bring them back to the original team or they form a new team.

Building takes place when we are trying to strengthen our networks. As a team is growing it uses it’s social networks to strengthen bonds both within and without the team. This can be as simple as increasing the number of social “touches” on a team. Social touches are things like: greeting each other, going out to lunch together, supporting each other’s work. There are some people who are stronger at this than others. Some people tend to form many lightweight social contacts (which is very useful). On the other hand, there are those who only have a few deep, strong relationships. A good swarming team is composed of a healthy balance of both types of people.

In summary, swarming is used differently based on the context you are in. Understand the context, and you are prepared to take advantage of the power of swarming.

 


Filed under: Agile, Swarming, Teams Tagged: animals, building, context, emergencies, innovation, Kanban, methods, Scrum, shifting gears, Swarming, Teams
Categories: Blogs

Getting the Best out of Scrum

Scrum Expert - Mon, 09/29/2014 - 19:30
The best known project management framework with an Agile approach is Scrum. For something that is relatively simple to understand there is a lot of hype surrounding it. But why? This video explains: * What Scrum is and more importantly what Scrum is not? * Is Scrum too simplistic or is that its strength? * Can you run a project using Scrum or is it just for product development? * How do you scale Scrum to work in complex situations and environments? * How does Scrum relate to other methods and approaches? * Are Scrum certifications worth ...
Categories: Communities

Scale Agile With Small-World Networks Posted

Johanna Rothman - Mon, 09/29/2014 - 16:59

I posted my most recent Pragmatic Manager newsletter, Scale Agile With Small-World Networks on my site.

This is a way you can scale agile out, not up. No hierarchies needed.

Small-world networks take advantage of the fact that people want to help other people in the organization. Unless you have created MBOs (Management By Objectives) that make people not want to help others, people want to see the entire product succeed. That means they want to help others. Small-world networks also take advantage of the best network in your organization—the rumor mill.

If you enjoy reading this newsletter, please do subscribe. I let my readers know about specials that I run for my books and when new books come out first.

Categories: Blogs

September Dallas Recap: Integrating UX and Agile

DFW Scrum User Group - Mon, 09/29/2014 - 16:57
This month was focused on one of the challenges commonly faced in agile adoptions: how to integrate UX and agile. We saw many new faces at our meeting, which confirmed what a hot topic this is. David Belcher, Director of … Continue reading →
Categories: Communities

Team Genetics

Agile Tools - Tom Perry - Mon, 09/29/2014 - 07:41

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Today I was listing to “The Splendid Table”, a great cooking show on NPR. They were talking about variation in growing heirloom tomatoes. Somehow, that got me thinking about agile teams (probably time to see the therapist again). It occurred to me that ideas like Agile are memes.

Richard Dawkins defined a meme as “an idea, behavior, or style that spreads from person to person within a culture.” and Agile certainly fits that definition. Agile has spread from obscurity to worldwide acceptance within 20 years. In another 20 years I fully expect that waterfall, plan driven methods will be nothing but a footnote in the history books. Despite some early prognostications to the contrary, Agile has grown at a very healthy rate over the last several years.

“Richard Dawkins invented the term ‘memes’ to stand for items that are reproduced by imitation rather than reproduced genetically.”

While much of the credit belongs to the teams that actually do the hard work of making a new process work, there is also the business that has arisen around evangelizing and introducing Agile to companies that deserves a great deal of the credit. Agile training and consulting has done a remarkable job of spreading the meme throughout the software development world.

I think there are characteristics of Agile training that have made Agile “sticky” as a meme. Much of the Scrum certification is based on plenty of hands-on exercises. Training and certification has yielded a decent business. I’m not sure if anyone has the numbers, but I’d be surprised if it wasn’t a multi-million dollar enterprise worldwide. Strangely enough, much of that spreading has been through imitation. There is no shared agenda for the training, much of it is simply imitated from trainer to trainer.

When trainers and others spread the meme they are like Johnny Appleseed sowing Agile ideas across fertile corporate soil.

Genes change with each generation, and so do ideas. They go through a mixing and blending each time they are shared. Parts of the idea are forgotten, other new ideas are grafted on. Soon the original idea is unrecognizable. I think that’s kind of what has happened with XP. Extreme Programming originally contained a collection of ideas that were very potent. Things like pair programming, continuous integration and others all served as core ideas within XP. Over time, those ideas have been co-opted and found their main expression in Scrum. Today, almost no one trains teams in XP, Scrum is the dominant process that is trained and introduced to teams.

“Memes do this through the processes of variation, mutation, competition, and inheritance, each of which influence a meme’s reproductive success.”

So too does Agile. In recent years methods like Kanban and ideas like No Estimates have arisen and are becoming a meaningful part of the software development landscape. These are evolutions of the Agile meme. Agile is evolving, I wonder where it will go next…


Filed under: Agile, Lean, Process, Scrum, Swarming, XP Tagged: Agile, evolution, Extreme Programming, Kanban, meme, no estimates, Process, software development, XP
Categories: Blogs

Broadcast Communication

Agile Tools - Tom Perry - Sun, 09/28/2014 - 04:56

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In the agile development community, we are all hip to the notion of two way communication. It can be via any mechanism you choose: email, instant messaging, smoke signals or the hands-down, all-time winner – face to face. That’s fantastic, but there is another form of communication that we can develop: one-way communication.

What’s the value of that, you ask? Isn’t two way communication a lot better? The answer is yes, two way communication is great and has it’s place, but one way communication has a different purpose – one that agile teams should learn to develop as well. In fact, most agile teams don’t do very well at the one way communication beyond the team at all.

Let me explain: One way, or broadcast communication doesn’t require any response. You just shout out the news and go about your business. Now of course if there is no one to hear the news, then it really doesn’t make much difference (if a tree falls in the forest…). However in the case of working on a team, there is usually someone around. Broadcasting simply shares information with absolutely no expectation of any information or reply in return. It’s all giving and no receiving. Others can get the information and then act accordingly without ever engaging in dialog.

Some examples of one way communication include: status reports, information radiators: including burndown charts, kanban boards, etcetera. There are tools that promote one way communication such as Twitter and Yammer. I suppose even a wiki or blog qualifies too.

There is one other thing about broadcast communication that I like, especially when it comes to swarming. One way communication removes any expectation of compliance. When you broadcast information, the receivers get to decide what they want to do with it. There is no expectation of any sort of action. Commands are weakened or non-existent with this type of communication. That’s a good thing if you are swarming.

A few sentences back, I made the claim that Agile teams aren’t very good at broadcasting information beyond the team. Many of the teams that I work with tend to be very inward facing. The communication is rich between team members, but it’s very sparse if you are outside the team. This may also be a reflection of the hierarchical nature of many of the companies I’ve worked with. Teams need to take advantage of every mechanism they can find to radiate information outside the team. Some opportunities include:

  • The Scrum of Scrums or other program or portfolio meetings
  • Information radiators OUTSIDE the team. Broadcast doesn’t work if everyone has to come to you to get the message.
  • Attending other forums, other teams status meetings
  • Status reporting – yes, status reports are the root of all evil, but they are a form of one way communication.

If you aren’t using one way broadcast, give it at try. It’s a powerful communication tool – and essential to promote swarming.


Filed under: Agile, Process, Scrum, Swarming, Teams Tagged: communication, information radiators, one way broadcast, Swarming
Categories: Blogs

Using the Understanding of When SAFe Is Heavy Is How to Use It Properly a Organizations Smaller Than It Was Designed For

NetObjectives - Sat, 09/27/2014 - 21:24
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  I’ve had a very interesting few weeks. At Net Objectives we’ve always put the customer first, even if this meant not offering a technology we were certified to teach. This has also made us unpopular with several of the certifying bodies that we’ve worked with.  The Scrum Alliance didn’t like when we...

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Categories: Companies

What Is It That Can Make SAFe Heavy?

NetObjectives - Sat, 09/27/2014 - 20:24
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  Many of the detractors of SAFe say it is heavy. But it is only heavy if it is more than is needed. For example, prior to 3.0, SAFe had a Hardening, Innovation and Planning Sprint.  People would say "hardening" (i.e., when you just work on bugs) is not an Agile concept.  I would say, "when you need it,...

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Categories: Companies

SAFe Is Not Popular Because of Great Marketing, It’s Popular Because It Fills a Need

NetObjectives - Sat, 09/27/2014 - 19:52
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  SAFe has erupted on the software development scene not due to fabulous marketing as its detractors have claimed, but rather due to the fact that it addresses a need most practitioners in large organizations have intuitively felt and most in the Agile community has denied. The patience of those wanting...

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Categories: Companies

Addressing the Needs of Agile at Scale

NetObjectives - Sat, 09/27/2014 - 19:12
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  Net Objectives has been assisting large scale clients become Agile for almost a decade.  The essence of our approach is called the Lean-Agile Framework.  This blog describes the key components of this framework and how they address the main causes of waste at scale. Our next blog will describe how this...

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Categories: Companies

Main Causes of Waste at Scale

NetObjectives - Sat, 09/27/2014 - 18:10
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  While I have written long blogs on this in the past (see the Lean-Agile Framework) I will include a more concise blog on the core issues to be addressed at scale.  Ironically, much of these wastes are because issues that didn’t need to be dealt with when common approaches were created have not expanded...

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Categories: Companies

How Where an Approach Starts Seems to Influence it Forever

NetObjectives - Sat, 09/27/2014 - 16:41
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe Those who cannot remember the past are condemned to repeat it.  George Santayana The more things change the more things stay the same. Jean-Baptiste Alphonse Karr While I’ve always had an interest in history, I’ve never considered myself to be much of a student of it.  I’ve mostly found it interesting...

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Categories: Companies

Different Sized Organizations Have Different Dynamics

NetObjectives - Sat, 09/27/2014 - 15:55
Note: this blog is part of the Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe  Over the past 16 years I have worked with scores of companies and talked to literally hundreds more.  Different size organizations have differing dynamics.  This might appear obvious (it actually does to any systems thinkers) but it continues to surprise me the number of folks denying or just ignoring...

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Categories: Companies

Series of Blogs on Scaled Agile, Lean-Agile Framework and SAFe

NetObjectives - Sat, 09/27/2014 - 14:11
I have been in the Agile community for over 15 years now. This long perspective has provided me insights which I rarely see talked about.  This blog series will capture many of these.  Here’s a synopsis of each blog to come: Different Sized Organizations Have Different Dynamics How Where an Approach Starts Seems to Influence It Forever Main Causes of Waste at Scale Addressing the Needs of Agile...

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Categories: Companies

Swarming Roles

Agile Tools - Tom Perry - Sat, 09/27/2014 - 07:55

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So far in this series I have covered the values and principles of the swarming methodology. Now let’s talk about roles on swarming teams. In nature, when you look at swarms, flocks and schools there are all kinds of specialization. The nature of the roles can be fixed (i.e. workers and queens) or they can be dynamic (foraging, nursing, etc.). So there are a very broad range of roles that we can find in the animal world. Given those models, there are a few things we can identify as critical to swarming teams:

  • Swarms don’t have Managers, Masters or Owners
  • Swarms have radical diversity
  • Membership is not fixed

There are none of the typical command and control structures to be found on a swarming team. There is no manager. There is no owner. There is no one person making any of the decisions for the group. Swarming doesn’t work without complete equality. That doesn’t mean there can’t be leaders, they are still necessary, but it is only leadership by virtue of their ideas, not any sort of hierarchy or power relationship.

Swarms require diversity. Swarm based decision making is enabled by diversity in the group. Without that diversity, the swarm is likely to have too narrow a perspective and come up with poor answers. This comes from the wisdom of crowds – it doesn’t work without diversity. True diversity is rare in our business. I’m not talking about just race and sex (although more diversity there is necessary), I’m actually talking about a diversity of knowledge and interests. We need people who aren’t software engineers on our teams. Anyone can play: the admin, the fisherman, the librarian, the doctor and the engineer. I think of this as radical diversity.

Finally, the membership of the team doesn’t stay the same. It ebbs and flows with the popularity of the project and the ideas that are being worked on. Anyone can come or go on any given day. They are able to follow their passions where ever they may go. Swarm teams can recruit, sell, and dissipate completely. Nothing about the membership on swarming team is mandatory.

 


Filed under: Agile, Swarming Tagged: diversity, no managers, principles, radical diversity, roles, Swarming, values
Categories: Blogs

Rally Scores a B Corp Three-peat

Rally Agile Blog - Fri, 09/26/2014 - 22:07

 

 

Why do YOU love Rally? That’s the question we asked all our employees when we found out we earned the Best for the World: Worker Impact award for the third year in a row! We made the list by scoring in the top 10 percent of all Certified B Corporations for employee impact on the B Impact Assessment — a comprehensive evaluation of a company's impact on its workers, community, and the environment. Rally scored particularly high in the work environment and compensation, benefits, and training categories.

 

All Certified B Corps, including well-known companies such as Ben & Jerry’s, Dansko, Method, Patagonia, and Seventh Generation, must meet the same rigorous standards of being a socially-conscious business. We are thrilled to be honored among these companies as one that is Best For Workers.

 

One of our core values, make and meet commitments ensures we hold ourselves accountable to our team members and to Rally when meeting our business objectives and goals.

 

To spread the good news about the award, we wanted to celebrate in ways that would make a lasting impression. First, we hosted a thank-you party at Boulder headquarters with desserts prepared by employees of Community Table Kitchen, a social enterprise of Boulder’s Bridge House that provides culinary arts training for people transitioning out of homelessness as a stepping stone to mainstream employment and self-sufficiency.

 

 

 

Ryan Martens, our CTO and founder, joined me in sharing our thoughts on the award and how much it means not only to Rally but to us personally.

 

“At Rally, we've always believed that for-profit business should be a force for social good, and that passionate, engaged employees are key to solving some of the worlds toughest, most complex problems,” said Martens. “Our employees are critical to making that vision a reality, and we're proud to be recognized for fostering an environment where employees can thrive.”

 

Next, we asked employees worldwide to share why they think Rally is a great place to work. In addition to posting some #RallyLoveNotes in our All Employee flow on Flowdock, we’ll be showcasing even more responses on a visual display that will live at our Boulder headquarters.

 

Our hope is that the display serves as ongoing inspiration for our employees, customers, and visitors for years to come.

 

Liz Andora
Categories: Companies

Swarming Principles

Agile Tools - Tom Perry - Fri, 09/26/2014 - 08:56

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In an earlier post I introduced a set of values that might be used to guide swarming teams. Values are a good start. They provide very broad guidelines to give teams guidance when making big picture decisions. Principles help give more specific guidance. So here are a few principles that are aimed at guiding teams practicing swarming as a discipline.

Swarming Principles

  • The most important thing I can do is whatever I am most passionate about today
  • Prefer one way broadcast over two way communication
  • Using agreed upon protocols enhances the effectiveness of our communication and decision making

The first principle tells us that we need to be fully engaged in whatever we care most about. That means that people move to where ever they have the most interest. Teams are spontaneously formed dynamic entities that are composed of people who share a common passion.

The second principle tells us that we not only need to communicate, we need to radiate. Information needs to be broadcast exuberantly without reservation or hesitation.

The third principle tells us that one of the foundations for emergent behavior is in simple protocols. We need to be explicit and disciplined in how they are applied and we need to be always seeking new protocols to add to the mix.


Filed under: Agile, Swarming Tagged: methodology, principles, Swarming, values
Categories: Blogs

Es liegt an dir, was du aus der Arbeitswelt machst

Scrum 4 You - Fri, 09/26/2014 - 07:45

Das Team von Boris Gloger Consulting besteht nicht nur aus Beraterinnen und Beratern. Unser „Backbone“ ist im wahrsten Sinne des Wortes das Rückgrat, das dem Unternehmen seine Stabilität gibt: Die Kolleginnen kümmern sich um die Finanzen, ums Marketing und um den Kontakt mit BewerberInnen und Freelancern. Seit August unterstützt Diana Eiswirt das Team. Sie absolviert bei uns ihre Ausbildung zur Kauffrau für Büromanagement – unser allererster Azubi, darauf sind wir sehr stolz! Diana hat sich bereit erklärt, das Arbeitsleben für einen Blogartikel aus ihrer Sicht als junge Einsteigerin in die Arbeitswelt zu betrachten. Danke Diana!

Man sollte nicht auf Mitmenschen hören, die sagen: „Du wirst die Schulzeit noch vermissen.“ Es ist zwar gut möglich, dass dies passiert, wenn man z.B.eine tolle Schulzeit mit vielen Freunden und Ausflügen hinter sich hat, aber einen großen Unterscheid zwischen Schule und Arbeit sehe ich bislang noch nicht. Seit ich am 01.08.2014 bei Boris Gloger Consulting meine Ausbildung begonnen habe, weiß ich, dass Arbeiten auch Spaß machen kann.

In der Schule lernt man, aber in der Arbeit gibt es auch noch genügend zu lernen.
In der Schule hast du deine Freunde, aber du kannst deine Kollegen auch zu deinen Freunden machen.
Man muss für die Schule morgens früh raus, das muss man bei der Arbeit auch.

Wo liegt also der große Unterschied? Ich finde, so viel anders ist es gar nicht. In der Schule geben die Lehrer die Anweisungen und Aufgaben, in der Arbeit wird der Lehrer durch einen Chef ersetzt – es funktioniert also nach dem selben Prinzip. Ob du letztendlich die Schulzeit vermisst, liegt in deiner Hand und daran, was du aus der Arbeitswelt machst. Es ist ein neuer und wichtiger Lebensabschnitt, um den keiner drumherum kommt, früher oder später muss da jeder durch. Doch dieser Abschnitt lässt uns nochmals mehr erwachsen werden und anders denken.

Als Auszubildende habe ich mittlerweile schon meine festen Aufgaben, die ich zu erledigen habe, und trotzdem lerne ich so gut wie jeden Tag etwas Neues – das bringt Abwechslung in mein Berufsleben. Abwechslung ist für mich gut, da es das Arbeiten nicht langweilig werden lässt.

Momentan gehören zu meinen Aufgaben:

  • Reisekosten bearbeiten
  • die Kontakte in unserem CRM-Programm verwalten
  • Trainees für Trainings anmelden und Bestätigungen versenden
  • Zertifizierungen bearbeiten
  • Vorlagen erneuern bzw. in unser neues Corporate Design bringen

Bis jetzt ist es zwar noch nichts Großes, das ich eigenständig machen kann, aber trotzdem macht es mir Spaß! Es macht Spaß, auch wenn es nicht immer ganz einfach war: Immerhin musste ich erst einmal mit den Programmen zurechtkommen. Doch das wird von Tag zu Tag besser und ich werde immer sicherer.

Ich freue mich jeden Tag aufs Neue, zur Arbeit zu kommen, um Neues zu lernen. Ich hoffe, es bleibt mein ganzes Berufsleben so – dass meine Arbeit mir Freude bereitet und ich jeden Tag gerne dorthin gehe.
Sicherlich wird es den einen oder anderen Tag geben, der nicht so läuft, wie ich es mir gewünscht habe, und dennoch wird mich das nicht abschrecken. Arbeiten muss nicht so schlimm sein, wie viele es sagen. Arbeit ist das, was man daraus macht!

Man sollte sich immer fragen:

  • Mache ich meine Arbeit gerne?
  • Ist es das, was ich bis zu meiner Rente gerne jeden Tag aufs Neue machen will?

Warum sollte Arbeit eigentlich Spaß machen? Aus dem einfachen Grund heraus, weil wir einen großen Teil unseres Lebens damit verbringen! Es ist es für den Mitarbeiter selbst, aber auch für den Chef nur von Vorteil, wenn jeder Angestellte gerne jeden Morgen zur Arbeit kommt. Das bedeutet nämlich, dass wir keine schlechte Laune haben und viel motivierter sind. Geht es uns gut, sind wir fröhlicher, aufgeschlossener und bereitwilliger für Neues und tun damit auch etwas Gutes für unsere Gesundheit. Die falsche Arbeit kann nämlich auch krank machen. Warum also nicht die Chance nutzen und Berufliches sowie Privates auf diese Art und Weise zu vereinen? Was gibt es Schöneres als glückliche, zufriedene Menschen, die nicht in jeden ihrer Tage lustlos hineinleben und schauen, was heute wohl so alles auf sie zukommen mag, sondern den Tag in die Hand nehmen und nicht den Zufall über ihr Leben regieren lassen!

Unser Leben heißt es. Also sollten wir auch etwas dafür tun, damit unser Leben läuft, wie es uns gefällt. Denn wenn wir es nicht selbst in den Händen halten, wer dann?

Testfoto @ Boris Gloger Consulting in Baden-Baden

Related posts:

  1. Bin ich am Arbeitsplatz zufrieden?
  2. Eine Erleuchtung: Scrum als Coaching-Tool!
  3. Komfort-, Stress- und Panikzone im Change Prozess

Categories: Blogs

Could we really be so wrong?

Diary of a ScrumMaster - Tom Howlett - Thu, 09/25/2014 - 19:56

I see us frustrated when we aren’t given the time to do the right thing. Hierarchy leaves us vulnerable to pressure. Encouraged to take short-cuts, we’re nervous and tense.

Those unwilling to cave to the pressure learn their craft. Creating code that’s solid, elegant, creative, not reactive. Fulfilling for the craftsman, but the result is hollow, when the care put in is misunderstood as waste.

Economics can quantify the value of quality and expose the cost of waste of endless rework that rushed code brings. Yet without a shared understanding the pressure to take shortcuts remains.

When we can’t communicate the value of what we do, we hide the truth, for fear of how it may be interpreted. The tension between us kills openness, honesty and collaboration, replacing them with frustration.

Separation builds a class system between business and technical people. Unappreciated, we lose. Can this gap closed, the technical glass ceiling smashed?

Could we speak the same language? The language of economics, of value and cost, leading to profit and loss, and options.

I hear developers talking of Right and Wrong. What would happen if we got better at describing Cost and Value?


Categories: Blogs

Agile Business Conference, London, UK, 8-9 October 2014

Scrum Expert - Thu, 09/25/2014 - 17:58
The Agile Business Conference is a two-day conference that takes place in London where meet and engage with the experts and thought leaders who have implemented focused, efficient Agile change programmes in a wide variety of industries. In the agenda you can find topics like “I’m an Alien … I’m a Business Analyst in an Agile world!”, “Scaling agile effectively in business systems through roadmap and budget planning”, “Agile Maturity”, “Agile Programme Management Steve”, “The ABC of Agile Biology Class – How your body and mind transforms your team to greatness”, ...
Categories: Communities

Scrum Knowledge Sharing

SpiraPlan is a agile project management system designed specifically for methodologies such as scrum, XP and Kanban.